INDIVIDUAL BEHAVIOUR

UNIT 6

Pratibha Singh
 The way in
which
something
is
PERCEPTION- OB regarded,
understoo
d, or
interpreted
.

Perception in organizational behaviour refers to how

individuals perceive and interpret the world around them, and
how this interpretation shapes their behaviour and actions in
the workplace.
Perception is a subconscious process that is influenced by an
individual's sensory inputs, past experiences, beliefs, and
values.
Perception can affect an individual's personality, creativity,
and response to stressful situations, and is important for
managers to understand in order to effectively deal with
subordinates.
Perception also plays a role in performance evaluation and
selection interviews. Perception is culturally determined and
varies based on an individual's background and experiences.
 IMPORTANCE

1. Perception is very important in understanding the human behaviour, because every

person perceives the world and approaches the life problems differently.

2. If people behave on the basis of their perception, we can predict their behaviour in the
changed circumstances by understanding their present perception of the environment.

3. Perception helps to know the needs of various people, because people’s perception is
influenced by their needs

4. Perception is very important for the manager who wants to avoid making errors when
dealing with people and events in the work setting. In order to deal with the
subordinates effectively, the managers must understand their perceptions properly.
PERCEPTUAL PROCESS

It is the initial stage in which a person collects all

Receiving information and receives the information through the sense
organs.

A person selects some information out of all in accordance

Selecting with his interest or needs. The selection of data is dominated
by various external and internal factors.

Keeping things in order or say in a synchronized way is

Organizing organizing. In order to make sense of the data received, it is
important to organize them.

Interpretation means that the information we have sensed

Interpreting and organized, is finally given a meaning by turning it into
something that can be categorized.
FACTORS FACTORS IN THE PERCIEVER
• Attitudes
INFLUENCING • Motives
PERCEPTION • Interests
• Experience
• Expectations

FACTORS IN THE SITUATION

PERCEPTION
• Time
• Work Setting
• Social Setting

FACTORS IN THE TARGET

• Novelty
• Motion
• Sounds
• Size
• Background
• Proximity
• Similarity
PERCEPTUAL DISTORTION
Perceptual distortion refers to a situation where a person perceives different stimuli in a
different way than they are actually supposed to be perceived, sometimes knowingly
sometimes unknowingly.
 Types of perceptual distortions

Selective
Stereotyping Halo effect
Perception
Contrast Effect

Reaction is influenced
When we judge Drawing impression A characteristic that
by other recent
someone on the basis about an individual on makes a person, an object
encounters.
of our perception of the basis of a single or an event stand out will
Judging people in
the group to which he characteristic such as increase the probability
comparison to others.
or she belongs. intelligence, sociability, we will perceive.
appearance etc. Because it is impossible Ex- In an interview a
Ex- A finance person for us to assimilate candidate is likely to
knows everything in Ex- If a person is everything we see. We can receive a more
finance. introvert, we may take only certain stimuli. favourable evaluation if
judge him as person preceded by mediocre
who don't have any Ex-You are more likely applicants and less
social orientation. notice cars of your own. favourable evaluations
if preceded by strong
applicants.
 Projection Impression

Projection of one's own "first impression is the last

attitude, personality or impression" and we apply that
behaviour into some other too .
person.
Ex -During the time of hiring,
Ex- To all honest people, it is thought "The most
everybody is honest. decent and modest person in
the interview can do very well
in every roles and
responsibilities. "
MANAGEMENT & BEHAVIOURAL APPLICATION OF PERCPTION.

1. Employment Interview
A major input to find who is hired and who is rejected in any organization is the
employment interview. It’s fair to say that few people are hired without an interview.

2. Selection of Employees
There are various cases, where information is vague and managers are subject to many of
the perceptual problems where they make the selection decisions. Managers sometimes get
swayed away by Halo effect and stereo-typing.

3. Performance Appraisal
It has been found that many a time superiors or others get carried by Halo effect or their
personal biases. They have liking or Favor for some people and dislike for others. Thus the
real purpose of performance appraisal gets defeated.
4. Delegation of Authority
A manager decision whether to delegate or whom to delegate is many time affected by his
perception of employees. Various perceptual errors make him delegate someone who is not
the best available choice in the organizations for that job.

5. Interpersonal Working Relationship

Managers in the organization need to know whether or not members share similar or at
least compatible perceptions. If they don’t, the problems of the organization becomes
greater and requires efforts to make perceptions more compatible.

6. Employee Effort
An assessment of an individual’s effort is a subjective judgment susceptible to perceptual
distortions and bias.

7. Employee Loyalty
Another important judgment that managers make about employees is whether or not they
are loyal to the organization.
 ATTITUDE At t i t u
define de may be
d as a
favour feeli
ablene ng of
unfavo ss
• Attitudes are defined as a mental predisposition to act urable or
that a ness
n indi
that is expressed by evaluating a particular entity with has to vidual
wards
some degree of Favor or disfavour. object an
.
• An attitude describes a person’s relatively consistent
evaluations, feelings, and tendencies toward an object or
an idea.
• Attitudes put people into a frame of mind for liking or
disliking things and moving toward or away from them.
• Example: Many people who have developed the attitude
that eating healthy food is important, perceive vegetables
as a healthy alternative to meat and chicken.
SOURCE OF ATTITUDE
Experience Attitudes form directly as a result of experience. They may
emerge due to direct personal experience, or they may result
from observation.
Social Factors
Social roles relate to how people are expected to behave in a
particular role or context. Social norms involve society's rules
for what behaviours are considered appropriate.

Learning Attitudes can be learned through association of reward and

punishment.

when an attitude forms because it has been reinforced through

Conditioning Learning
reward or a pleasant experience or discouraged through punishment
or an unpleasant experience.

Observation
When someone you admire greatly, adopts a particular attitude,
you are more likely to develop the same beliefs.
TYPES OF ATTITUDES- OB
A collection of positive and/or negative feelings that an
individual holds toward his or her job.
A person will hold a positive attitude if had a high level
of satisfaction, while dissatisfied people will generally
display a negative attitude towards life.

Job involvement refers to the degree to which a person

identifies himself (psychologically) with his job,
actively participates and considers his perceived
performance level important to self-worth. Higher job
satisfaction leads to low absenteeism & employee
turnover and indicates that the individual cares for his
job.
Organizational commitment refers to a degree to which
an employee identifies himself with the organizational
goals and wishes to maintain membership in the
organization.
Organizational commitment depends upon the degree
COGNITIVE DISSONANCE THEORY- OVERVIEW
Cognitive dissonance theory was first presented by Leon Festinger
in 1957 in order to explain the relationships between the
motivation, perceptions and cognitions of an individual.
This pr
od
The theory was one of the breakthroughs for research in the of men uces a feeling
t
psychology field as it revolutionised thinking about human leading al discomfor
to a n a t
psychological processes i n on e lteratio
o n
beliefs f the attitude
, or s,
The theory clarified the conditions that motivate individuals to reduce behaviours
th to
change their opinions, attitudes, beliefs or behaviours. and re e discomfort
store b
alance
.
It defined the ‘cognition’ as any piece of knowledge that an
individual has about themself or their environment.

The theory was based on the belief that pairs of cognitions can be
either relevant or irrelevant to one another.

If two cognitions are relevant and concurring, there is

consonance.
• If two cognitions are relevant, but conflicting, the existence of dissonance would
cause psychological discomfort and motivate the individual to act upon this.

Cognitive Dissonance theory has

two basic underlying hypothesis-

1.The existence of a dissonance

will cause mental discomfort and
motivate the individual to reduce
the dissonance and restore
consonance.

2.To reduce the dissonance, the

individual will try to reduce it as
well as avoid situations or
information that are likely to
increase the dissonance.
How to overcome Cognitive Dissonance
1.Attitude change: The changing of one’s attitude is the
strategy that has received the most empirical attention.

2. Distraction and forgetting: A diversion of attention away

from the dissonance and its negative effects helps individuals
to reduce psychological discomfort.

3.Trivialisation and self-affirmation- Making something seem less

important than it really is and holding a self respect for oneself.

4. Denial of responsibility: A sense of responsibility for one’s cognitions

triggers the experience of dissonance, especially when it is associated with
feelings of shame and guilt.

5. Adding consonant cognitions: Inconsistent behaviours may

be rationalised by adding new consonant cognitions to one’s
belief system.

6.Changing behaviour: One of the major avenues of dissonance

reduction is to change your behaviour.
ATTITUDE MEASUREMENT

Attitude measurement is the process of measuring the

attitudes and opinions of individuals towards a particular
product, service, or brand.
Measurement
Measurement of attitudes or any other parameter, should be implies the process
based on the following : of obtaining
information which
• "what" has to be measured ? can be subject to
• "who" is to be measured ? analysis.
• the accuracy desired in the measurement.
• the costs permissible.
• the choices available in the measurement or data
collection techniques.
 SCALES OF ATTITUDE MEASUREMENT

1. Attitude 2. Rating 3. Physiological 4. Behavioural 5. Cognitive

Surveys Scales Measurements Measures Measures

• Thurstone Scales
• Likert Scales • Galvanic Skin
• Guttman Scales Response
• Bogardus’ Social • Facial
Distance Scale Electromyogram
• Semantic Differential
Scale
1. Attitude Surveys
In this investigators provide a questionnaire or ask a series of questions on
the telephone. A respondent shows his or her attitude, by answering a
series of questions. These questions may be open or close-ended.

2. Rating Scales
In this respondents indicate the extent, to which they agree or disagree
with a statement, by circling a number on a scale.

3. Physiological Measurements
The emotional reactions are reflected by physiological reactions-skin
response, pulse rate, dilation of the pupils etc.
Therefore, it makes sense to look at the physiological reactions, in order to
find more objective attitude indicators.
4. Behavioural Measures
In this attitude is measured from the open, observable behaviour patterns. In most of
the behaviour observation, the subjects know that they are being observed. In the non-
reactive measurement, the subjects are observed without their knowledge, or, even
more indirectly, some of their behaviour patterns are analysed.

5. Cognitive Measures
A new test has been developed to tap our implicit attitudes, self-concepts and other
important aspects of our cognitive system. The term implicit refers to relatively
automatic mental associations.

Example-
1. We may love blueberries yet hate strawberries,
2. we may be attracted to some types of people, yet be repulsed by others.
PERSONALITY
Personality describes the
unique patterns of
thoughts, feelings, and
behaviours that
distinguish a person from
others. A product of both
biology and environment, it
remains fairly consistent
throughout life.
 DETERMINANTS OF PERSONALITY

Biological/Physical Social Determinants Psychological Intellectual

Hereditary- Gender, Analyses a personality as per The individual actually

Our intellect can
physical stature, the status of the individual in gets determined through
influence various
temperament, muscle their social group or the accumulative
aspects and areas of our
composition, facial community and consider the characteristics of mental
behaviour which in
features, height etc are individual’s conception of trends, emotions,
turn, can determine our
the characteristics that their role in the group is like. sentiments, thought
personality.
one usually inherits from patterns and complexes.
parents. Virtual world, society, peer
Humour, morality,
and friends. It also studies an
values.
Physical Features-one is individual’s mental
short, tall, slim, fat, black conflicts, wishes,
or white etc aspirations, feelings of
repression, and emotional
well-being.
 Family Factors Situational Factors

The overall home An individual’s personality,

environment created by the while generally stable and
parents. consistent, does change in
different situations. The
varying demands of
different situations call forth
different aspects of one’s
personality.

Ex- Knowledge, skill and

language
PERSONALITY TRAITS
Big Five Model
1. Openness
People who are high in openness tend to have a
broad range of interests. They are curious about
the world and other people and are eager to learn
new things and enjoy new experiences.

2. Conscientiousness
Among each of the personality traits,
conscientiousness is one defined by high levels of
thoughtfulness, good impulse control, and goal-
directed behaviours.
They plan ahead, think about how their
behaviour affects others, and are mindful of
3. Extraversion
Extraversion is a personality trait characterized by excitability, sociability, talkativeness,
assertiveness, and high amounts of emotional expressiveness. People high in extraversion are
outgoing and tend to gain energy in social situations. Being around others helps them feel
energized and excited.

4. Agreeableness
This personality trait includes attributes such as trust, altruism, kindness, affection, and
other prosocial behaviours. People who are high in agreeableness tend to be more cooperative
while those low in this personality trait tend to be more competitive and sometimes even
manipulative.

5. Neuroticism
Neuroticism is a personality trait characterized by sadness, moodiness, and emotional instability.
Individuals who are high in neuroticism tend to experience mood swings, anxiety, irritability, and
sadness. Those low in this personality trait tend to be more stable and emotionally resilient.
How Big Five Trait Model
helps in OB.
 MAJOR PERSONALITY ATTRIBUTES
INFLUENCING OB

1. Authoritarianism
2. Bureaucratic Personality
3. Machiavellianism
4. Introversion and Extroversion
5. Problem Solving Style
6. Achievement Orientation
7. Locus of Control
8. Self Esteem
9. Self-Monitoring
10. Risk Taking
11. ‘Type A’ and ‘Type B’ Personality
12. Myers-Briggs Type Indicator (MBTI)
1. Authoritarianism
• This concept refers to a belief that there should be status and power differences among people
in organizations.
• Authoritarians tend to place high moral value on their beliefs and are strongly oriented towards
conformity of rules and regulations.
• They naturally prefer stable and structured work environments which are governed by clean
rules and procedures.
• They believe obedience and respect for authority and blind acceptance of authority. These
people are generally conservatives concerned with toughness and power, are close minded.

2. Bureaucratic Personality
• The personality of a bureaucratic person is based upon respect for organizational rules and
regulations.
• A person who is bureaucratic in nature values subordination, conformity to rules, impersonal
and formal relationships.
• These people become better supervisors when the type of work is routine, repetitive and
procedurals because these people are not innovative, they do not like taking risks and feel more
at ease in following established directions.
 The degree to which an individual is
3. Machiavellianism pragmatic, maintains emotional distance and
believes that ends can justify means.

• A Mach man is pragmatic, maintains emotional distance and believes that ends can
justify means.
• A high Mach man manipulates more, wins more, are persuaded less and persuade
others more than the low Mach.
• High Mach people flourish when they interact face to face with others rather than
indirectly.
• These people are successful when the situation has a minimum number of rules and
regulations.
• High Mach man has high self-confidence and high self-esteem. They are cool and
calculating and have no hesitation using others or taking advantage of others in
order to serve their own goals.
• They are not easily swayed by a sense of friendship, trust or loyalty. They are
especially successful in exploiting structured situations and vulnerable people.
4. Introversion and Extroversion
• Extroverts are gregarious and sociable individuals while introverts are shy, quiet
and retiring. Extroverts are more suitable for positions that require considerable
interaction with others that is why managerial positions are dominated by
extroverts.
• Introvert people are more inclined to excel at tastes that require thought and
analytical skill. An extreme introvert works best alone in a quiet office without
external interruption or influence.

5. Problem Solving Style

• Individuals have their own style of solving their problems and making their
decisions and this style of their affects their personality.

6. Achievement Orientation
• The people with very high achievement orientation strives to do things in a better
way. They want to feel that their success or failure is due to their own actions.
• These people do not like to perform easy tasks where there is no challenge or
tasks with very high amount of risk as the failure rate is more.
7. Locus of Control
• Locus of control refers to an individual’s belief that events are either within one’s
control or are determined by forces beyond one’s control.
• Some people believe that they are the masters of their own fate. Other people see
themselves as pawns of fate, believing that whatever happens to them in their lives
is due to their luck or fate.

8. Self Esteem
• Self Esteem is the degree of respect a person has for himself. This trait varies from
person to person as people differ in the degree to which they like or dislike each
other.

9. Self-Monitoring
• Self-monitoring is a personality trait that measures an individual’s ability to adjust
his or her behaviour to external situational factors.
10. Risk Taking
• The propensity of people to assume risks or avoid risks varies from person to person
depending upon the willingness of the people to take chances.
• This human trait will affect the decision-making capability of a manager. This individual
personality trait will determine how long will it take a person to take a decision or how
much information will be needed before he takes a decision.

11. Personality Type- A & B

Type A personality-
• Always moving, walking, eating rapidly, have sense of time urgency.
• Feel impatient with rate of events and are competitive.
• Try to do two or more things at once.
• Avoid leisure time, are workaholics devoted to work.
• Are obsessed with numbers.
Type B personality-
• Lacking in sense of time urgency.
• Tend to keep their achievements to themselves.
• They are less competitive.
• Play for fun and relaxation.
• Can relax.

12. Myers-Briggs Type Indicator (MBTI)

• This personality helps people understand themselves.
• The Myers-Briggs Personality Type Indicator is a self-report inventory designed to
identify a person's personality type, strengths, and preferences .
• It believes that this could help people select occupations that are best suited to
their personality types and lead healthier, happier lives.
 Parameters on which MBTI is based

1. Extraversion (E) – Introversion (I)

2. Sensing (S) – Intuition (N)
3. Thinking (T) – Feeling (F)
4. Judging (J) – Perceiving (P)
MBTI-PERSONALITY TYPYES •ESTP - The Persuader: Out-going and dramatic, they enjoy
spending time with others and focusing on the here-and-now.
•ESTJ - The Director: Assertive and rule-oriented, they have high
• ISTJ - The Inspector: Reserved and practical, they tend to be loyal, principles and a tendency to take charge.
orderly, and traditional. •ESFP - The Performer: Outgoing and spontaneous, they enjoy
• ISTP - The Crafter: Highly independent, they enjoy new taking centre stage.
experiences that provide first-hand learning. •ESFJ - The Caregiver: Soft-hearted and outgoing, they tend to
• ISFJ - The Protector: Warm-hearted and dedicated, they are always believe the best about other people.
ready to protect the people they care about. •ENFP - The Champion: Charismatic and energetic, they enjoy
• ISFP - The Artist: Easy-going and flexible, they tend to be reserved
situations where they can put their creativity to work.
and artistic.
•ENFJ - The Giver: Loyal and sensitive, they are known for
• INFJ - The Advocate: Creative and analytical, they are considered
one of the rarest Myers-Briggs types.3 being understanding and generous.
• INFP - The Mediator: Idealistic with high values, they strive to •ENTP - The Debater: Highly inventive, they love being
make the world a better place. surrounded by ideas and tend to start many projects (but may
• INTJ - The Architect: High logical, they are both very creative and struggle to finish them).
analytical.4 •ENTJ - The Commander: Outspoken and confident, they are
• INTP - The Thinker: Quiet and introverted, they are known for great at making plans and organizing projects.
 THEORIES OF PERSONALITY

Type theory Self Theory

Psychoanalytical
Trait Theory
Theory
The Psychoanalytic Theory
The Psychoanalytic Theory is the personality theory, which is founded on the idea
that an individual ends up getting motivated more by unknown forces that are
controlled by the conscious and the rational thought.
Acc. to Freud, the major motivating force in a man was in his unconscious
framework. This unconscious framework comprises of three interrelated though
conflicting stages –

• Id
• Ego
• Super ego
The Type Theory
Type theorists generally believe that each one of us belong to a distinct type of
personality.
The trait theory
The trait theory is a quantitative approach to the study of personality.
According to this theory, an individual’s personality is composed of definite pre-dispositional
attributes called traits.
It is presumed that a personality trait is an enduring attribute of a person which remains
consistent in a variety of situations.
A trait of an individual differentiates one from another in a relatively consistent way.
The trait may be defined as any distinguishable, relatively enduring way in which one
individual may differ from another.

This theory is based on three assumptions:

a) Traits though common to many individuals, may vary in absolute terms between people.

b) Traits are usually and relatively stable, and have fairly universal effects on behaviour
irrespective of the environment or situation.

c) It is possible to infer about traits by measuring behavioural indicators.

The self-theory
The self-theory emphasises on the totality and inter-relatedness of all behaviour.
This theory considers the organisation as a whole to a greater extent than any of
the other theories.
Rogers defines the self-concept as an organised, consistent and conceptual gestalt
comprising of perceptions in the form of ‘I’ or ‘Me’ and the perception of the
relationship between ‘I’ or ‘Me’ with others to the various aspects of life along with
the values attached to these perceptions.
The self- concept includes four factors:

a) Self-image
This is the way one sees oneself based on one’s beliefs about who or what they are.

b) Ideal self
This denotes the way the person would like to be as perceived by the individual.

c) Looking glass self

Through the socialisation process, the individual perceives that ‘this is how’ others are
perceiving his/her qualities and characteristics.
This perception about ‘others’ perception need not be the way people actually see
him/her.

d) Real self
This implies that real self is what one really is.
 LEARNING
Learning is the process of acquiring new
understanding, knowledge, behaviours, skills, values,
attitudes, and preferences.
The ability to learn is possessed by humans, animals,
and some machines.

Psychologists study how learning occurs but also how

social, emotional, cultural, and biological variables
might influence the learning process.

CHARACTERISTICS
• Learning Is an Active Process.
• Learning Leads to Lasting Change.
• Learning Occurs As a Result of Experience.
• Learning Can Affect Attitudes, Knowledge, or
Behaviour.
 Participation improves motivation and apparently
engages more senses that reinforce the learning process.
1. Participation As a result of participation, people learn more quickly
and retain that learning longer.

To gain the full benefit of training, learned behaviours

2. Repetition must be overlearned to ensure smooth performance and
a minimum of forgetting at a later date.
PRINCIPLES
People are motivated to learn when training is
OF immediately relevant to help them solve a current
3. Relevance
LEARNING problem. Learning something just because someone
says “it is important” is not as motivating.

Transfer of training occurs when trainees can apply

the knowledge and skills learned in training courses
4.Transference to their jobs. The training has failed if the learning in
one setting does not transfer to the actual job
situation.

Feedback improves performance not only by

5. Feedback helping learners correct their mistakes but also
by providing reinforcement for learning.
 THEORIES OF LEARNING

Classical Operant
conditioning Conditioning

Classical conditioning theory states that Also known as instrumental

behaviours are learned by connecting a conditioning, It’s a method of learning
neutral stimulus with a positive one. that uses rewards and punishment to
modify behaviour. Through operant
conditioning, behaviour that is
rewarded is likely to be repeated, and
behaviour that is punished will rarely
occur.
 1. Classical Conditioning Theory
• Classical conditioning, also called Pavlovian conditioning or respondent conditioning, is
learning through association.

• This behavioural learning method was first studied in the late 19th century by Russian
physiologist Ivan Pavlov.

• In the 1890s, Pavlov was experimenting with dogs, ringing a bell whenever they were fed.
Over time, the dogs learned to associate a neutral stimulus (bell ringing) with a positive one
(food).

• Pavlov also noticed that his dogs would often begin to salivate whenever they heard the
footsteps of his assistant bringing them the food.

• This association between positive and neutral stimuli became the foundation of classical
conditioning theory.
PAVLOV’s
EXPERIMENT
Three are three stages

Stage 1: Before conditioning.

Something in the environment triggers a natural response in the subject. During this stage,
no new behaviour has been learned yet.

Stage 2: During conditioning.

This is the stage where the neutral stimulus becomes associated with the positive stimulus
that caused the response during the first stage.
Example: In Pavlov's experiment, this stage involved ringing a bell when the dogs were fed.
After repeated exposure, the dogs began to associate the bell with food and would salivate
when they heard it, even if no food was present.

Stage 3: After conditioning.

During the final stage of conditioning, the neutral stimulus is firmly associated with the
unconditioned response. This creates a new behaviour, or what's known as the conditioned
response.
 2. The Operant Conditioning Theory
• Operant conditioning was first
described by behaviourist
B.F. Skinner. His theory was
based on two assumptions.

• First, the cause of human

behaviour is something in a
person’s environment.

• Second, the consequences of

a behaviour determine the
possibility of it being
repeated.
Behaviour that is followed by a pleasant consequence is likely to be repeated and
behaviour followed by an unpleasant consequence is less likely to be repeated.

Skinner identified three types of responses that followed behaviour-

• Neutral responses. They are responses from the environment that produce no
stimulus other than focusing attention.
• Reinforcers. They are responses from the environment that increase the likelihood
of a behaviour being repeated. They can either be positive or negative.
• Punishers. These are negative operants that make the likelihood of a behaviour
decrease. Punishment weakens behaviour.
STRESS
Stress can be defined as a state of worry or mental tension caused
by a difficult situation. Stress is a natural human response that
prompts us to address challenges and threats in our lives.

Stress affects both the mind and the body. A little bit of stress is
good and can help us perform daily activities. Too much stress can
cause physical and mental health problems.

Stress makes it hard for us to relax and can come with a range of
emotions, including anxiety and irritability. When stressed, we may
find it difficult to concentrate. We may experience headaches or
other body pains, an upset stomach or trouble sleeping. We may
find we lose our appetite or eat more than usual.

Chronic stress can worsen pre-existing health problems and may

CAUSE AND CONSEQUENCES OF STRESS

SYMPTOMS
CAUSES 1. Anxiety
1. Marital issues 2. Insomnia
3. Migraines
2. Unemployment
4. Dizziness
3. Health issues 5. Headaches
4. Work pressure 6. Depression
5. Lack of support 7. Weight gain
8. Hypertension
6. Traumatic events or accidents 9. Heart disease
7. Emotional trauma/ Poor mental health 10. Rapid heartbeat
8. Financial commitments 11. Shortness of breath
12. Tension
9. Perilous working conditions 13. Poor memory
10. Long work hours 14. Issues with concentration
MANAGING STRESS

1. Management of Stress
2. Learn stress management.
3. Keep a daily routine.
4. Get plenty of sleep.
5. Exercise regularly.
6. Practice meditation and breathing techniques.
7. Have a healthy and balanced diet.